Spotting Environmental Drivers

Spotting Environmental Drivers

Minwir Al-Shammari (University of Bahrain, Bahrain)
Copyright: © 2009 |Pages: 31
DOI: 10.4018/978-1-60566-258-9.ch002
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Abstract

The only constant in life is change, and business organizations are not different. Environmental uncertainties made transition to knowledge-based economies made establishment of effective CKM mechanisms within companies crucial to business competitiveness. This chapter examines the importance of business environmental conditions in driving an organizational change, viz. CKM. The basic premise of the chapter is that business organizations need to strive to adapt to opportunities as well as challenges brought by constant, complex, rapid, and discontinuous environmental uncertainties. In their quest for SCA, organizations need to leverage their DCCs in scanning environmental drivers for CKM as well as in the crafting a holistic CKM strategy.
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Conceptual Foundations

This part of the chapter discusses basic concepts related to organizational environments and the relationship between organizations and their environments. It identifies and explains major types of environments (the general and the task environments), typologies of environmental changes, organizational change programs, and the relationship between environments and organizational effectiveness.

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Table of Contents
Foreword
Luciano Batista
Acknowledgment
Minwir Al-Shammari
Chapter 1
Minwir Al-Shammari
In today’s dynamic business environment, change is omnipresent. Organizations have to develop sound change management strategies in order to counter... Sample PDF
Setting a CKM Strategy
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Chapter 2
Minwir Al-Shammari
The only constant in life is change, and business organizations are not different. Environmental uncertainties made transition to knowledge-based... Sample PDF
Spotting Environmental Drivers
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Chapter 3
Reorganizing People  (pages 63-104)
Minwir Al-Shammari
The ability of an organization to compete in rapidly changing business environments is contingent upon its ability to develop competitive strategies... Sample PDF
Reorganizing People
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Chapter 4
Retooling ICT Systems  (pages 105-135)
Minwir Al-Shammari
Regardless of the type of organization or operation, the evolving nature of organizational ICT systems helps organizations to live up to changing... Sample PDF
Retooling ICT Systems
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Chapter 5
Redesigning Processes  (pages 136-167)
Minwir Al-Shammari
In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new... Sample PDF
Redesigning Processes
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Chapter 6
Minwir Al-Shammari
The customer is a strategic element in a company’s downstream supply chain. In the new economy, customers, whether they are individual consumers or... Sample PDF
Capturing Data from Customers
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Chapter 7
Minwir Al-Shammari
Whether companies are engaged in B2B or B2C transactions, they need to understand their customers. Once customer data are captured and stored in... Sample PDF
Compiling Profiles of Customers
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Chapter 8
Minwir Al-Shammari
Increasingly, knowledge is becoming a primary engine of growth in the globalized business world and is making nations more competitive as they shift... Sample PDF
Creating Knowledge about Customers
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Chapter 9
Minwir Al-Shammari
Efforts to improve the experience of customers do little to boost customer satisfaction and loyalty if they fail to connect with customers and... Sample PDF
Maximizing Value for Customers
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Chapter 10
Minwir Al-Shammari
Effective development of customer products and/or services requires valid and up-to-date CK in order to target the right customer with the right... Sample PDF
Measuring Return on Relationships with Customers
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Chapter 11
Minwir Al-Shammari
The previous chapter focuses on creating value-added products and/or services to customers..As the management of a CKM change is a journey, not a... Sample PDF
Managing Learning throughout CKM Change
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About the Author